It’s that time again - Annual Performance Review!
Being in the service industry world, I’m no stranger to the general reaction that this illicits from most people...
But before you let your eyes roll, think of this: As a Manager you have the unique opportunity to level-up the people who work for you! To help them find fulfillment in their every day! To rub off the rough edges and send them back out to the organization and the world a better version of themselves!
If you haven’t read our post on continuous feedback, check it out here!
Hopefully, you have been having great two-way communication throughout the year, and this process becomes just another notch in the feedback belt. But, if you are looking to take your “A” game to an “A+” when it comes to written performance reviews, keep reading!
Tips for Hosting a Great Performance Review:
- Schedule the meeting in advance to allow adequate preparation for each party.
- Prepare. By being prepped and ready you show that you are invested in them and their contribution (download our list of performance and development questions here).
- Do not treat the process as painful. (If you do, they will feel it too).
- Your not an evaluator, you are a coach. How they performed this year is often a direct reflection of how you managed them. Craft your feedback carefully!
- Get feedback from others - Managers, supervisors, peers and direct reports of that individual. It’s a form of informal 360 degree feedback.
- Use specifics. Don’t be vague.
- It’s a conversation, not a lecture.
- Own your feedback. Being a Manager is tough. Giving constructive feedback can feel intimidating. If there is information to share, own it. Don’t hide behind others opinions, be dismissive, or downplay it. You aren’t helping the employee and you aren’t helping yourself in the long run.
- Align on next steps. Set goals together. Create the buy-in needed to help motivate them to achieve their goals. Agree on specific actions that you will each take to make sure goals are accomplished.
- Schedule your next conversation. Keep the communication going. Don’t let this be an annual event. Weekly, monthly or bi-monthly informal check ins will be much more effective. If you forget or put off the follow-up, what message is that sending to your employee?
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